The Changing Nature of Leadership in Law Firms

The climate and culture of law firms is changing drastically. The old model of life long stability for those who attain partnership status no longer applies. Today the ranks of partners is shrinking, ownership power is becoming more concentrated and growth is coming from new sources such as mergers and lateral entry. This article discusses how leadership training can facilitate the transition from the old model. Leadership is often confused with management. The latter is about the creation and implementation of processes to produce predictable results. Leadership is about producing change. This article discusses what will be necessary for law firms to succeed and thrive in the future. It draws heavily on research conducted by the Center for Creative Leadership.

Journal | 2008 | B. SMITH, PH.D. (smithro@ccl.org) is a senior faculty member at the Center for Creative Leadership, a nonprofit educational institution devoted to development and research. BENNETT MARROW (pbmarrow@optonline.net) is an attorney and in Chappaqua. Alevel, change, management focuses to produce of in and discusses be necessary for and thrive heavily on early returns from research attorneys U.conducted the Center for Creative Leadership (CCL®).1 initial for a deeper constitutes effective leadership. articles will study involving large a discussion tactical and actions, and a summary of our findings. characterized and accelerated changing in levels technical professional new and-methods of and will factors are also the expectations junior associates even rainmakers are shifting rapidly competitive demanding new quality and counsel and are pressuring attorneys to fees. practice is under pressure. assumptions: partnership stability; an associate, who to a star, will The Changing Nature of Leadership in Law Firms Roland B. Smith and Paul Bennett Marrow permission from the New York State Bar Association Journal, September 2008, by the New York State Bar Association, One Elk Street, York 12207 The Changing Nature of Leadership in Law Firms By Roland B. Smith and Paul Bennett Marrow t its most fundamental level, leadership is about nical and professional expertise is no longer sufficient. producing change, while management focuses on Attorneys must adopt new and enhanced leadership skills A creating processes to produce predictable results. as well. The well-worn, familiar, tried-and-true methods This article explores the practice of leadership in law and lessons of the past are, and will be, inadequate. firms today and discusses what will be necessary for law Additional factors are also in play: the expectations of firms to succeed and thrive in the future. It draws heav-incoming junior associates and even seasoned rainmakers ily on early returns from research that spans hundreds of and specialists are shifting rapidly in a highly competiattorneys in large, global and midsized U.S. firms, con-tive talent market; clients are demanding a new quality of ducted by the Center for Creative Leadership (CCL®).1 advice and counsel and are pressuring attorneys to compete These initial findings provide a foundation for a deeper for fees. discussion about what constitutes effective leadership. The traditional practice model is under pressure. This Subsequent articles will feature a case study involving a model is based on the following assumptions: partnerlarge global law firm, a discussion of practical and tacti-ship means lifelong stability; an associate, often from cal strategies and actions, and a summary of our final an elite school, who proves to be a star, will move up to research findings. ROLAND B. SMITH, PH.D. (smithro@ccl.org) is a senior faculty Need for a New Practice Model mtheem Cbeenrt eart for Creative Leadership, a nonprofit educational Today’s law firms operate in a climate increasingly char-idnesvtiotutetido nto leadership development and acterized by complexity, economic turbulence, growing research. PAUL BENNETT MARROW (pbmarrow@optonline.net) is an attorney and and varied competition, and accelerated change on every arbitrator practicing in Chappaqua. front. In short, the landscape is changing in new and radically different ways. Simply ensuring high levels of tech-Reprinted with permission from the New York State Bar Association Journal, September 2008, Vol. 80, No. 7, published by the New York State Bar Association, One Elk Street, Albany, New York 12207 NYSBA Journal | September 2008 | 33 Document hosted at http://www.jdsupra.com/post/documentViewer.aspx?fid=ca6ecd40-8637-41ac-b63b-3c1173ec07be | September 2008 | NYSBA Journal resources, leadership cannot be nonattorney American points complex issues these leaders face as less 20 years, almost tripled – from 25,994 in 1986 to 70,161 in 2005.5 is expanding, some firms are finding keeping dilution revenue large-lawyers represent only 10.5% their are significant.larger law managing certain business training – freeing Many there is growing recognition a business.7 aligning various constituencies to achieve commitment objectives. Within 2005 2007, conducted of the complex challenges faced the 350 93% challenges more complex than of five while believed the definition effective has is now of unique to To surveyed more than 150 positions from multiple firms with the States Further depth interviews are 300 verbatim responses from our show lawyers struggling 8 The challenges they face include the following. Strategic Skills Leading in times of change. Developing a clearer Finding guidance about how to be partner. Developing the help me in in an owner and remain so until or not making time be expected isn’t a measure mergers are rare; clients are loyal to a firm, individual. recent 2 of owner-partners has decreased power has become more concentrated. comes including mergers of new attorneys. Clients are less likely follow attorney moves market global, with from Any must be with the partners practice are and fees typically firm resources higher incomes. consequence is that which to exercise an assortment pressures; glue together. such recognize which partners operate today, challenges in have practicing senior managing develop leaders can navigate for consolidation, increased demands, for lawyers, the emergence non-a softer global economy: leadership are 3 difference. a vision competitive build inclusive top-operations number of owner-partners has and ownership power has more concentrated. partner, become an owner and remain so until retirement such as finance and human resources, these core leaderor death; any associate not making partner after a certain ship responsibilities simply cannot be delegated to nontime will be expected to move on; lateral entry at the attorney staff members. senior level is very uncommon; growth isn’t a measure of A recent article in American Lawyer points to the types success; mergers are rare; clients are loyal to a firm, not a of complex issues these strategic lawyer-leaders face as specific individual. organizational models shift.4 In less than 20 years, the In recent years, a new practice model has gained a total number of lawyers practicing has almost tripled -foothold.2 The number of owner-partners has decreased growing from 25,994 in 1986 to 70,161 in 2005.5 Though and ownership power has become more concentrated. gross revenue is expanding, some firms are finding that Growth now comes from many sources, including merg-it isn’t keeping pace, leading to a dilution in revenue per ers and lateral entry of new attorneys. Clients are less partner or lawyer. inclined to remain loyal to a firm and more likely to fol-Although large-firm lawyers represent only 10.5% of low an individual attorney who moves from one firm to the U.S. legal profession, their impact and influence on another. The market for lawyers has become global, with the practice of law globally are significant.6 During the competition coming from many new areas. Any firm last decade, larger law firms have begun migrating to interested in long-term survival must be able to cope with a more centralized corporate model for managing certhe loss of high-performing partners and their support tain business functions, such as accounting, marketing, teams. human resources, training and development -freeing lawyers to focus on what they do best in the interest of the client and the profession. Many midsized and smaller The number of owner-partners has firms are now following suit. decreased and ownership power has As a result of such changes, there is growing recogni-tion that the practice of law is not only a noble profession, become more concentrated. but also a competitive business.7 That means leaders must be skilled in clarifying strategic direction and in influencing and aligning various constituencies to achieve com-Individual partners and practice groups now are mitment to the firm’s objectives. evaluated on the basis of hours billed and fees collected, which leads to internal competition. The winners typi-The Current State of Change Within the Industry cally claim firm resources and higher incomes. One con-In 2005 and again in 2007, we conducted surveys to sequence is that lawyers operating at even the highest determine the nature of the complex challenges faced levels are positioned outside the policymaking cadre of by organizational leaders around the world. Of the 350 the executive committee, which brings into question the leaders participating, 93% believed the challenges they power of the firm to exercise ultimate control. face are more complex than those of five years ago, while Law firms must deal with an assortment of competing 85% believed the definition of “effective leadership” has external and internal pressures; moreover, economics has changed in the same time frame. replaced culture as the glue holding firms together. As a Similar research is now under way to determine the result of such changes, firms are beginning to recognize changing nature of leadership unique to law firms. To the need for a new leadership dynamic. date, we have interviewed or surveyed more than 150 What is the context in which partners operate today, partners in leadership positions from multiple firms with and what challenges can they expect to face in the future? significant operations in the United States and around the How have some firms’ practicing senior and managing world. Further in-depth interviews are planned with 300 partners worked to develop leaders who can navigate lawyer-leaders from 20 firms. this new world? Representative, verbatim responses from our interview database show lawyers are struggling with a host of The Case for the Lawyer-Leader issues.8 The challenges they face include the following. Industry consolidation, increased client demands, competition for lawyers, the emergence of non-traditional Building Strategic Leadership Skills competition and a softer global economy: strategic lead-• Leading in times of change. ership is imperative if firms are to survive and thrive.3 • Developing a clearer understanding of what being a Strategic lawyer-leaders can make all the difference. leader means. They are able to create a vision for the future, design a • Finding guidance about how to be a managing partcompetitive strategy, build an agile, flexible and inclu-ner. sive culture, and attract, retain and develop a top-flight, • Developing the tools that will help me meet my committed talent pool. Unlike administrative operations challenges in making effective change in my office. 34 | September 2008 | NYSBA Journal Document hosted at http://www.jdsupra.com/post/documentViewer.aspx?fid=ca6ecd40-8637-41ac-b63b-3c1173ec07be Journal | 2008 | Maintaining market share recruiting/integrating are challenges. Growth in keys areas is a challenge, Marketing our Deciding with whether or not to expand. We firm We struggling where the problem of keeping the firm’s we grow possess the ability of on implementing those choices in a timely manner in the future. But making the change uphill four that indicate why agility struggle receptive are attorneys to change? averse? convince? are attorneys “high trust” or “low trust” leaders, and clarity leadership lawyer within leadership from management. Managers via a set of processes, may include planning, business development, resource roles. In many cases, is often leadership is the capacity to think our effectiveness. nonlawyers help to integrate change accelerate leadership responsibility of the lawyer-leader. not currently manner school. schools academics it part Distinguished Senior Fellow at School on the Legal Profession, states: law schools and professional associations – may be ambivalent or muted about it.9 Improving teamwork and collaboration service Becoming an excellent is a challenge. Developing the courage positions. Understanding Ability with views, for different in Working more efficiently – and manage time and to delegate effectively at Promoting Sustainability Understanding the new generation coming how look the world differently. don’t accommodate order to keep the good ones? Succession planning/leadership Improving firm culture to secure Creating such targeted can Finding new attorneys that our economic Decisions Direction Spending too much time on building consensus; as Developing a consensus be, direction, what areas do do we achieve – or through acquisitions? Getting partners that are focused strategically. Implementing the strategic Repositioning assets are sluggish economy). Clients expect more and want costs We service We need cohesion satisfaction. and Existing and Practice Integrating mergers revenue • Improving teamwork and collaboration in client • Maintaining market share and recruiting/integratservice and business development are challenges for ing talent are our challenges. our firm. • Growth in keys areas is a challenge, agreeing on the • Becoming an excellent communicator is a challenge. key challenges is another challenge. • Developing the courage to take unpopular posi-• Marketing our culture. tions. • Deciding with whether or not to expand. We are • Understanding the firm’s long-term vision. Ability caught in the middle between the trend toward to bring groups of people together with different becoming a mega-firm or a niche firm. We are strugviews, foster a healthy respect for different views gling with where and how much to grow. With that and manage in a way that people feel included. comes the problem of keeping the firm’s culture • Working more effectively and efficiently -ability to intact, especially as we grow globally. prioritize and manage time and to delegate effectively at all levels. Questions While most attorneys clearly possess the ability to make Managing Talent and Promoting Sustainability sense of challenges and make choices based on available • Understanding the new generation of attorneys information, implementing those choices in a timely mancoming along and how they look at the world differ-ner is often a challenge. Firms need to be more agile to ently. They don’t want to work as hard but want to survive and thrive in the future. But making the change make as much money. How can we sensibly accom-may be an uphill battle. Here are four questions that indimodate them in order to keep the good ones? cate why speed and business agility may be a struggle for • Succession planning/leadership development. the majority of attorneys: • Improving firm culture to secure talent. 1. How receptive are most attorneys to change? • Creating the right environment in which such 2. In general, are attorneys risk takers or are they more recruitment (the recruitment of targeted laterals) risk averse? and retention can take place. 3. Are most attorneys easy to influence or hard to con-• Finding new attorneys that fit our economic model. vince? 4. In general, are attorneys “high trust” or “low trust” Making Decisions and Setting Strategic Direction individuals? • Spending too much time on building consensus; being too slow as a result. Defining Leadership Within Law Firms • Developing a consensus on who we want to be, In discussions with lawyer-leaders, we have found a lack what’s our future direction, what areas of practice of consensus and clarity about the definition of leaderdo we want to be involved in. How do we achieve ship and the role of the leader-lawyer within the firm. growth goals -gradually or through acquisitions? Part of the disparity may be attributed to an inability Growing too fast may corrupt the corporate culture to differentiate leadership from management. Managers and we want to maintain the culture we have. produce a degree of predictability via a set of processes, • Getting partners that are focused on their practice to which may include planning, business development, think strategically. budgeting, staffing, organizing, resource allocation and • Implementing the strategic plan and managing other functional roles. In many cases, these functions can expectations relative to revenue. be delegated to non-lawyers. • Repositioning assets and finding alternatives where Leadership is about producing change, often to a core competencies are sluggish (due to the soft econ-dramatic degree, and with an extremely useful outcome. omy). Creative leadership is the capacity to think and act beyond the boundaries that limit our effectiveness. While non-Retaining Clients and Promoting Client Satisfaction lawyers can provide insight, help to integrate change and • Clients expect more today and want costs contained. help to accelerate the process, leadership is the responsi-• We need to continue to ratchet up the quality of ser-bility of the lawyer-leader. vice in order to retain clients. Leadership is not currently taught in any significant man-• We need to achieve internal cohesion and client sat-ner in law school. In fact, many leading schools and academisfaction. ics do not see it as part of their charge. In a recent article, Ben Heineman, Jr., Distinguished Senior Fellow at the Harvard Managing Growth, Developing New and Existing Law School Program on the Legal Profession, states: Markets and Practice Areas But today, law schools and professional associations • Integrating mergers and maintaining revenue and may not have a broad vision of lawyers as leaders -or profits per partner. may be ambivalent or muted about it.9 NYSBA Journal | September 2008 | 35 Document hosted at http://www.jdsupra.com/post/documentViewer.aspx?fid=ca6ecd40-8637-41ac-b63b-3c1173ec07be | September 2008 | NYSBA Journal awareness – the ability to read their impact while management – the ability to control emotions circumstances. awareness – the ability to understand while management – the ability to inspire, influence and develop others while many of these did school? taught within firm? Does mastering these competencies hours? consistent with study up topperforming performers provide engage associates discussions and decisions. They are effective coaches and development a flexible leadership the specific generates results.13 is consistent with other factors for success as differentiating successful leadership.14 leadership research individual leaders, we believe that people can and change, that self-awareness for individual foundation group and organizational success. general, to place a development journey.15 effective based on an assessment strengths Those the highest probability for success receive and as a within as He outlines “that are leadership success lawyers who but build organizations: the systems, the processes, the and the motivation. on teams interconnected: persuasion, empowerment of teams around a shared vision.10 passage from and may require to lawyer-leader may be even more treacherous; it requires flexibility of knowledge and experiences. have turned to business schools managing a professional services firm. While these programs providing awareness, to business they enough law firms can effectively use existing capital to leverage success law firms,11 managing the following competencies needed Adaptability Building and mending relationships Building effective teams Change Coaching Collaboration (working across boundaries Credibility Decisiveness Driving innovation Influence Leveraging differences competencies reflect the higher emotional identifies four emotional intelligence research confi rms that, although technical and intellect are critical factors for success as lawyer, emotional intelligence is the differentiating for successful leadership. Heineman was speaking more broadly about the role 1. Self-awareness -the ability to read one’s emotions of lawyer as leader in a social context, but his comments and recognize their impact while using gut feeling have implications within the firm as well. He outlines to guide decisions. several “qualities of mind” that are consistent with lead-2. Self-management -the ability to control one’s emoership success when he states: tions and impulses and adapt to changing circum-We are seeking lawyers who are not just strong team stances. members, but who can lead and build organiza-3. Social awareness -the ability to sense, understand tions: create the vision, the values, the priorities, the and react to others’ emotions while comprehending strategies, the people, the systems, the processes, the social networks. checks and balances, the resources, and the motiva-4. Relationship management -the ability to inspire, inflution. Working on teams and leading them are intercon-ence and develop others while managing conflict. nected: much of leadership today is not command and How many of these competency areas did you study control of the troops but persuasion, motivation, and in law school? How many are effectively taught within empowerment of teams around a shared vision.10 your firm? Does mastering these competencies count While the passage from law school to lawyer may toward billable hours? be difficult and may require support, the journey from Our recent law survey is consistent with a study lawyer to lawyer-leader may be even more treacherous; conducted in 2005 that explored the make-up of topit requires self-awareness, flexibility and the acquisition performing lawyers. That study indicated that top perof new skills, knowledge and experiences. formers are more visionary, provide their teams with Many firms have turned to business schools to learn much-needed perspective, and engage associates and the business side of managing a professional services peers in critical discussions and decisions. They are effecfirm. While these programs have been effective in pro-tive coaches and provide long-term development and This research confirms that, although technical excellence and intellect are critical factors for success as a lawyer, emotional intelligence is the differentiating factor for successful leadership. viding awareness, discipline and methodology relative mentoring. The study also found that a flexible leaderto business practices, they have not provided enough ship style that varies with the specific situation generates insight into how law firms can effectively use their exist-the best results.13 ing leadership capital to leverage success and transform This research is consistent with other historical studies their operations. on leadership impact. It confirms that, although technical In a recent survey of independent law firms,11 manag-excellence and intellect are critical factors for success as a ing partners identified the following competencies need-lawyer, emotional intelligence is the differentiating factor ed to lead their organization effectively into the future: for successful leadership.14 • Adaptability • Building and mending relationships Accelerating Firm Transformation • Building effective teams Based on several decades of leadership research and • Change leadership work with individual leaders, we believe that people can • Coaching learn, grow and change, and that self-awareness is both • Collaboration (working across boundaries effectively) the cornerstone for individual development and the foun-• Credibility dation for group and organizational success. In general, • Decisiveness attorneys tend to place less significance on self-awareness • Driving innovation when starting a development journey.15 The most effec-• Influence tive leaders, though, are able to systematically gain more • Leveraging differences self-awareness and make adjustments based on an assess-These competencies reflect the higher levels of emo-ment of their strengths and vulnerabilities. Those leaders tional intelligence needed for effective leadership. Daniel with the highest probability for success create a plan for Goleman12 identifies four main emotional intelligence development, share that plan and receive feedback (both constructs: internally and externally). Partners with a higher level of 36 | September 2008 | NYSBA Journal Document hosted at http://www.jdsupra.com/post/documentViewer.aspx?fid=ca6ecd40-8637-41ac-b63b-3c1173ec07be Journal | 2008 | senior leaders talent orchestrators” their determine speed leadership others the firm. Talent orchestrators leadership act as mentors, role models and developers of senior must actions: Developing a leadership strategy complements The leadership strategy specifies leaders to implement – with abilities and experiences. Assessing strategy. Sanctioning investments close the Taking part personally in mentoring younger leaders, selecting leaders. Leading transformations the systems, policies, practices, while engaging leaders these must change meet challenges. senior leaders may require individual coaching these senior team as it the various tasks with from human professionals inside the firm – as talent accelerators” required accelerate leadership development most law firms, many may require external assess create review and align talent management systems, succession develop a comprehensive that addresses leaders; offer specific courses of the firm provide individual coaching current highpotential assist to be can liberally upon the experience nonprofits, the military governmental involved leadership some and mastery are better positively CCL maintains a database of results from Benchmarks,® a assessment tool that measures how individual leaders and for success. personally of self-discovery and you against from the Benchmarks® database. you say you are participative management, putting people at ease, self-awareness, balance life straightforwardness and composure, building and mending relationships, doing whatever it takes, decisiveness, confronting problem employees change management? your peers, leader working say you are doing in these same areas? of leadership will dedication to leadership not in in our research. initiatives of the firm, who which the development occur, the upcoming generations effective require a model in attorneys achieve greatness their own efforts, to an interdependent that both individual self-awareness and mastery are better prepared to posi-We refer to senior leaders as “talent orchestrators” tively impact both their group and the broader firm. because their actions determine the direction and speed of leadership development activities among the others in the firm. Talent orchestrators must champion investments in leadership development; they must act as coaches, mentors, role models and developers of future leaders. Specifically, senior leaders must undertake the following actions: • Developing a leadership strategy that complements the strategy of the firm. The leadership strategy specifies how many leaders are needed to implement the firm’s strategy within a given time frame -and with what skills, abilities and experiences. • Assessing the gap between current leadership capabilities and those required by the firm’s strategy. • Sanctioning investments in leadership development that will close the gap between current leadership capabilities and those required. • Taking part personally in mentoring younger leaders, presenting content in leadership development programs, reviewing talent and selecting future leaders. CCL maintains a database of results from Benchmarks,® • Leading transformations in the firm’s systems, polia 360-degree assessment tool that measures how indi-cies, technologies and business practices, while vidual leaders are performing against the skills and simultaneously engaging younger leaders in these perspectives most critical for success. You can personally activities to develop their understanding of how the begin (or accelerate) the process of self-discovery around firm must change to meet competitive challenges. leadership effectiveness and emotional intelligence by Some senior leaders may require individual coaching asking yourself how well you perform against key factors in these activities, or the senior team collectively may from the Benchmarks® database. require coaching as it works through the various tasks How would you say you are doing relative to associated with its new role in the development of future • participative management, leaders. The senior team may seek assistance from human • putting people at ease, resource professionals inside the firm -individuals we • self-awareness, refer to as “talent accelerators” since they provide the • balance between personal life and work, systems and processes required to accelerate leadership • straightforwardness and composure, development. Because leadership development is a new • building and mending relationships, activity for most law firms, many may require external • doing whatever it takes, support to help them: • decisiveness, • assess current leadership talent; • confronting problem employees and • create a leadership strategy; • change management? • review and align talent management systems, How would your peers, your leader or those working including succession planning; for you say you are doing in these same areas? • develop a comprehensive approach to leadership The development of individual leadership skills and development for the firm that addresses current and competencies will require a dedication to leadership future leaders; development not previously displayed in most of the • offer specific courses in leadership customized to firms participating in our research. Development initia-the needs of the firm tives must address the current senior leaders of the firm, • provide individual coaching for current or highwho set the context within which the development of potential leaders; and other leaders will occur, and the upcoming generations • assist senior leadership in combining organizational of new leaders. In short, developing effective leadership change and leadership development. skills will require moving from a heroic, individual and While there is much work to be done, the good news is independent model in which attorneys achieve greatness that law firms can draw liberally upon the experience of through their own efforts, to an interdependent model corporations, nonprofits, the military and other governthat emphasizes both individual and collective input and mental organizations, and others that have been involved accomplishment. in leadership development activities for some time. As NYSBA Journal | September 2008 | 37 Document hosted at http://www.jdsupra.com/post/documentViewer.aspx?fid=ca6ecd40-8637-41ac-b63b-3c1173ec07be | September 2008 | NYSBA Journal the latest widely recognized that classroom necessary but sufficient to produce leadership among leaders the-job learning teamwork the benefit of such knowledge, the challenge firms is not the design of leadership but senior make investments changing environment makes leadership that leaders will emerge leaders, no matter how exceptional, can create direction, alignment strategies the leaders be required, as in more complex organizations in sectors. in these organizations, progress leadership senior competitive advantage leadership this series, will highlight its journey through this development and expand on its approach and methodology. ■ research. Leadership, 2008. & William D. Henderson, The Elastic Tournament: The Second of the Big Law Firm. Stanford L. Vol. Paper No. Wisconsin Legal Studies Research 1058 S. Winnings, The Power of Law Firm Partnership: Impede Implementation of an Autocratic Structure, Rev. 165 Frankel, 2006 Am 100 Law Growing Pains, Am. Law. May Sander, The Racial in Symposium Studies of What Know Rev. 5 2006). & David A. Daigle, Using Business Methods in Law: The Among Jefferson Leadership. is Law and Leadership,” delivered at Yale School Smith, supra Daniel Goleman, Working with Emotional Intelligence (Bantam Books 1998). Susan Case for Lawyers Who Lead (The Hay Center Creative Leadership. 2003. www.ccl.org/leadership/pdf/assessments/skills_ Smith, supra late adopters rather than early movers in this arena, law firms can benefit from the latest techniques, which have demonstrated both greater impact and faster results than earlier approaches to leadership development. For example, it is now widely recognized that classroom learning is necessary but not sufficient to produce leadership capabilities and alignment among leaders at the top of an organization. Instead, on-the-job learning that involves real challenges, teamwork and coaching produces more desirable results than classroom learning alone. With the benefit of such knowledge, the challenge for most law firms is not the design of leadership programs that can produce desired results, but rather gaining the commitment of senior partners to make the investments required. A changing environment makes leadership development an imperative, though. Firms can no longer assume that leaders will simply emerge from the ranks of senior partners. Moreover, they can’t assume that individual leaders, no matter how exceptional, can create the shared direction, alignment and commitment required to undertake new strategies and the organizational transformations they imply. Attention to the development of a new body of aligned future leaders will be required, as has been the case in more complex organizations in the public and private sectors. As in these organizations, progress in developing leadership begins with senior leaders who understand the competitive advantage superior leadership provides. In the next article in this series, a global law firm will highlight its journey through this development process and expand on its approach and methodology. ¦ 1. Roland B. Smith, Leading in Times of Complexity and Uncertainty: The Changing Nature of Leadership in Law Firms. Ongoing, unpublished research. Center for Creative Leadership, 2008. 2. Marc Galanter & William D. Henderson, The Elastic Tournament: The Second Transformation of the Big Law Firm. Stanford L. Rev. Vol. 60. Indiana Legal Studies Research Paper No. 108. Univ. of Wisconsin Legal Studies Research Paper No. 1058 2008. 3. Matthew S. Winnings, The Power of Law Firm Partnership: Why Dominant Rainmakers Will Impede the Immediate, Widespread Implementation of an Autocratic Management Structure, 55 Drake L. Rev. 165 (2006). 4. Alison Frankel, 2006 Am 100 Law Firms Feel Growing Pains, Am. Law. May 1, 2006. 5. Id. 6. Richard Sander, The Racial Paradox of the Legal Profession, in Symposium Empirical Studies of the Legal Profession: What Do We Know About Lawyers’ Lives?, 84 N.C. L. Rev. 1755 vol. 5 (2006). 7. Shawn W. Cutler & David A. Daigle, Using Business Methods in Law: The Value of Teamwork Among Lawyers, 25 T. Jefferson L. Rev. 195, 195 (2002). 8. Smith, supra note 1. 9. Ben W. Heineman, Law and Leadership. 2006. An essay is adapted from the author’s lecture, “Law and Leadership,” delivered at Yale Law School on November 27 as part of The Robert H. Prieskel and Leon Silverman Program on the Practicing Lawyer and the Public Interest. 10. Id. 11. Smith, supra note 1. 12. Daniel Goleman, Working with Emotional Intelligence (Bantam Books 1998). 13. Susan Snyder, The Case for Lawyers Who Lead (The Hay Group, August 2005). 14. Center for Creative Leadership. 2003. Leadership Skills and Emotional Intelligence. http://www.ccl.org/leadership/pdf/assessments/skills_ intelligence.pdf. 15. Smith, supra note 1. 38 | September 2008 | NYSBA Journal Document hosted at http://www.jdsupra.com/post/documentViewer.aspx?fid=ca6ecd40-8637-41ac-b63b-3c1173ec07be

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This Website and the Service may contain links to other websites. The operator of such other websites may collect information about you, including through cookies or other technologies. If you are using the Service through the Website and link to another site, you will leave the Website and this Policy will not apply to your use of and activity on those other sites. We encourage you to read the legal notices posted on those sites, including their privacy policies. We shall have no responsibility or liability for your visitation to, and the data collection and use practices of, such other sites. This Policy applies solely to the information collected in connection with your use of this Website and does not apply to any practices conducted offline or in connection with any other websites.

Changes in Our Privacy Policy

We reserve the right to change this Policy at any time. Please refer to the date at the top of this page to determine when this Policy was last revised. Any changes to our privacy policy will become effective upon posting of the revised policy on the Website. By continuing to use the Service or Website following such changes, you will be deemed to have agreed to such changes. If you do not agree with the terms of this Policy, as it may be amended from time to time, in whole or part, please do not continue using the Service or the Website.

Contacting JD Supra

If you have any questions about this privacy statement, the practices of this site, your dealings with this Web site, or if you would like to change any of the information you have provided to us, please contact us at: info@jdsupra.com.

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